Response to Letter to the Editor: Account for Identity in URM Mentorship.
Response to Letter to the Editor: Account for Identity in URM Mentorship.
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对致编辑的信的回复：URM 指导中的身份说明。
DOI：
10.1007/s11606-021-07186-6
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发表时间：
2022
影响因子：
5.7
通讯作者：
Hartmann,ChristineW
中科院分区：
文献类型：
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作者：
Quach,EmmaD;Pimentel,CamillaB;Hartmann,ChristineW
Baugh和Frank的信[1]强调了承认和理解与被辅导者种族和民族特性有关的独特问题的重要性。在科学、技术、工程和数学(STEM)领域，历史上对代表不足的少数群体(URM)的排斥一直是系统的和有意的。我们同意，解决这些不平等问题需要的不仅仅是培训和支持鲍和弗兰克的呼吁，即增加担任导师角色的不同种族和民族的教职员工的高级研究人员的数量。种族和民族的和谐对于导师和被辅导者的关系很有价值[2]。在2014年的一项研究中，黑人和拉丁裔/拉美裔居民发现，寻找具有相似背景和共同历史感的导师是有价值的。他们认为与非少数群体导师合作是一种障碍，因为他们必须解释他们的观点和情况的背景和细微差别。尽管居民们积极寻找同一种族或民族的导师，但他们表示很难找到这些导师。考虑到我们的观点[3]中强调的糟糕的统计数据，这并不令人惊讶。我们自己的合作作者团队由两名早期职业科学家组成，他们是越南出生的Quach和菲律宾裔美国人Pimentel，与一名德裔美国资深科学家导师(Hartmann)合作。我们作为被辅导者和导师所学到的集体经验，结合关于这一主题的大量文献，使我们相信以被辅导者为中心的导师制度在解决STEM科学家进入和留住方面的障碍方面具有重要作用。然而，正如鲍和弗兰克强调的那样，这是不够的，也不容易实现。研究表明，多样性的增加本身并不会带来好处。伊利和托马斯认为，“重要的是一个组织如何利用多样性，以及它是否愿意重塑其权力结构[4]。”对于企业来说，招聘和留住代表性不足的群体只是重要的第一步，之后必须承认和支持与身份相关的知识和经验，将其作为工作绩效的资源。我们认为，导师制也是如此。对传统权力结构的改变始于对被指导者的真正价值和尊重，通过被指导者有权设定议程，影响所做的事情和方式，以及他们的贡献得到认可和奖励，并有机会进步。我们的观点阐明了一些原则，以实现打破传统权力结构的协作性指导关系。像鲍和弗兰克一样，我们希望更多的医疗机构将找到必要的意愿和资源来培育更具包容性的环境。我们认为，以学员为中心的导师模式是一种长期投资，旨在有系统地、有目的地支持更多的高级职业URM导师。
B augh and Frank’s letter [1] highlights the importance of acknowledging and understanding unique issues related to mentees’ racial and ethnic identities. Historical exclusion of under-represented minorities (URM) in science, technology, engineering, and math (STEM) has been systemic and intentional. We agree that addressing these inequities requires more than training and support Baugh and Frank’s call to increase the number of racially and ethnically diverse senior researchers on faculty who serve in mentorship roles. Racial and ethnic concordance is valuable for the mentor–mentee relationship [2]. In a 2014 study, Black and Latinx/Hispanic residents found value in identifying mentors with similar backgrounds and a shared sense of history. They perceived working with non-minority mentors as an obstacle, as they had to explain the context and nuances of their perspectives and situations. Despite actively seeking mentors of the same race or ethnicity, residents expressed that finding these mentors was difficult. This is unsurprising, given the abysmal statistics highlighted in our Viewpoint [3]. Our own collaborative authorship team comprises two early career scientists of color, Vietnam-born Quach and Filipino-American Pimentel, collaborating with one German-American senior scientist mentor (Hartmann). Our collective lessons learned as mentees and mentor, combined with the substantial literature on this topic, convince us of the important role mentee-focused mentorship has in addressing barriers to the entry and retention of STEM scientists. Yet, as Baugh and Frank underscore, this is neither enough nor easy to achieve. Research shows increases in diversity do not, by themselves, produce benefits [4]. Ely and Thomas argue that “what matters is how an organization harnesses diversity, and whether it’s willing to reshape its power structure [4].” For businesses, recruiting and retaining underrepresented groups is only an important first step, after which identity-related knowledge and experiences must be acknowledged and supported as resources for work performance. We believe the same is true for mentorship. Changes to traditional power structures begin with genuine value and respect for the mentee, operationalized by mentees having power to set the agenda, influencing what is done and how, and having their contributions recognized and rewarded, with opportunities to advance.Our Viewpoint articulates principles to enable collaborative mentoring relationships that disrupt traditional power structures. Like Baugh and Frank, we hope more healthcare institutions will find the will and resources necessary to foster more inclusive environments. We view the mentee-focused model of mentorship as a long-term investment to support systematically and intentionally greater numbers of advanced career URM mentors.